Transcript LEADERSHIP RECOMMENDATIONS: THE FIRST 100 DAYS …

LEADERSHIP RECOMMENDATIONS:
The First 100 Days & The Long Haul
Robert Easter, Dean ACES
Tanya Gallagher, Dean AHS
Think about an academic leader
you have known
• What attributes did they
have?
• What did they do?
• What did they not do?
LEADERSHIP
• Leaders – directly and
indirectly influence people to
cause change
Comments –
“Fundamental change is more likely through
effective leadership than management”
“Effective leadership is based on values”
“Effective leadership can change the culture of an
organization, management cannot”
“Prepare the next generation of leaders”
“Make tough decisions in a timely manner”
Know yourself
• Why did you take the
position?
• What is your decision style?
• What are your strengths?
• How will you measure
success?
• How will you stay fresh?
GATHER INFORMATION
• Read reports and other materials
• Meet with faculty and others
• Familiarize yourself with unit and campus
culture/context/processes
• Identify issues, unit aspirations, concerns,
perceptions
• Maintain an open mind
OUTLINE A VISION FOR THE FUTURE
• Identify barriers and facilitators for
achieving the vision
• Include key individuals that will support
change
• Begin consensus building and unit
refinements of the vision
OUTLINE A VISION FOR THE FUTURE
• Reward behaviors that contribute to
achieving the vision/goals/values publicly
• Link individual goals to group goals
• Facilitate collaboration
ATTITUDE MATTERS
• Positive, supportive, empowering – share information
• Reduce conflict & competition within unit by role modeling
respect
• Communicate values & principles that characterize how you
will function through examples
• Impartiality is essential
ATTITUDE MATTERS
• Distinguish criticism from critical analysis “blame & complain”
• Don’t overreact – people have opinions and
different personalities
• Rumors are important to understand and
address
DEALING WITH RESISTANCE
• Spend time to understand their concerns
• Define consensus clearly & make decisions
transparent
• Do not empower their position
• Make true merit decisions
THE LONG HAUL
• Cultivate colleagues holding similar positions
• Try to be fully informed before making decisions
• Remember what is said and what is heard might
be different
• Suspend negative judgments as much as possible
THE LONG HAUL
• Role model desired behaviors
• Cultivate distributed leadership through
influencing others’ decisions
• Don’t worry about who is getting credit –
celebrate together
• Challenge yourself and others to “figure out a
way to get there”
THE LONG HAUL
Distinguish temporary setbacks from the need to
revise goals
Enjoy the difference you are making!
Your success as leaders is measured
by the success of others
Create an environment that fosters achievement